Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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from different levels within the department, and the areas which require change as well as how the organisational
changes can be implemented were the centre of the focus group discussions.
The focus group is moderated by a researcher (Vogt, King & King, 2004) whose role is to introduce the
members to one another, introduce the focus group, and gently ‘steer’ the discussion. The role of the moderator
can be to remind the group of the focus of the group discussion, ensure participation by all members of the group,
and to see to any disagreements or other needs of group members. The moderator also has the essential task of
setting certain limits and rules, such as the beginning and the end of the process, and certain ground rules which
need to be adhered to in order to ensure the smooth running of the process (Willig, 2008). It is often the
researcher that ‘facilitates’ the group processes in order to ensure the pre-planned range of issues is covered,
while also allowing material to enter the discussion. As such, it is essential that the researcher does not dominate
proceedings and, if necessary, the researcher should steer the discussion along more productive lines should it
seem to be ‘running out of steam’ (Howitt & Cramer, 2007). A further task of the moderator includes the creation
of a positive experience for participants, an essential component of the Appreciative Inquiry technique which is in
its very nature a positive experience for the respondent and social setting (Gibbs, 1997).
Discussion Box 14: How Focus Groups Fit AI Methodologies
Focus group interviewing played a part in two of the five AI cycle steps, ‘Design’ and
‘Destiny’. Participant input was used to design the ‘innovative service’, i.e. to voice their
own narrative upon changes which had been suggested in the previous interview stage.
This means that organisational changes to areas of the workplace that are not working as
well as the areas identified in the log and interview phases were uncovered, together with
action plans for change. The end goal of the focus groups was to have a number of
workable, feasible organisational changes recorded which can then be typed up by the lead
researcher (Jermaine Ravalier) to be presented to organisational management and